SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
The innovation challenges of proactive cannibalisation and discontinuous technology
9 references·0 citing·43 second hop
The innovation challenges of proactive cannibalisation and discontinuous technology (2002)The innovation challenges of proactive ca…Organizing for radical product innovation (2015)Organizing for radical produc…The Innovator's Dilemma (2011)The Innovator's DilemmaStrategic Supremacy through Disruption and Dominance (1999)Strategic Supremacy through D…Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize (1998)Organizing for Radical Produc…Managing the new product development process: Strategic imperatives (1998)Managing the new product deve…Benchmarking new product performance: (1998)Benchmarking new product perf…Strategic Partnering for Developing New Products (1996)Strategic Partnering for Deve…Market orientation, customer value, and superior performance (1994)Market orientation, customer …Competing for the Future (1994)Competing for the FutureProspect theory: An analysis of decision under risk (1988)Structural equation modeling in practice: A review and recommended two-step approach. (1988)Gathering and Using Information for the Selection of Technology Partners (2001)Antecedents of salespeople's reluctance to sell radically new products (2008)A Theory of Cognitive Dissonance (2017)A Disruptive Technology Identification Method for New Power Systems Based on Patent Evolution Analysis (2023)Determinants of New Product Performance: A Review and Meta‐Analysis (1994)Benchmarking the Firm's Critical Success Factors in New Product Development (1995)Winning at new products : accelerating the process from idea to launch (2001)Working towards best practices in project management (2002)Overcoming the Crunch in Resources for New Product Development (2003)The definition and classification of innovation (2017)Market Orientation: The Construct, Research Propositions, and Managerial Implications (1990)The Effect of a Market Orientation on Business Profitability (1990)Customer orientation and performance: a study of SMEs (1998)The Impact of Market Orientation, Product Advantage, and Launch Proficiency on New Product Performance and Organizational Performance (2004)The Core Competence of the Corporation (2006)Best-Worst Scaling: Theory, Methods and Applications (2015)An Evolutionary Theory of Economic Change. (1983)Capitalism, Socialism and Democracy (1997)The Incumbent's Curse? Incumbency, Size, and Radical Product Innovation (2000)Cross-Sectional versus Longitudinal Survey Research: Concepts, Findings, and Guidelines (2008)How knowledge affects radical innovation: Knowledge base, market knowledge acquisition, and internal knowledge sharing (2012)The House of Quality (1988)Revolutionizing Product Development: Quantum Leaps in Speed, Efficiency and Quality (1992)Integrating Operations and Marketing Perspectives of Product Innovation: The Influence of Organizational Process Factors and Capabilities on Development Performance (2001)Designing Virtual Customer Environments for New Product Development: Toward a Theory (2002)New service development: areas for exploitation and exploration (2002)Developing Buyer-Seller Relationships (1987)Competition in Global Industries (1988)Management International Review (2004)Types of technology sourcing and innovative capability: An exploratory study of Singapore manufacturing firms (2005)Design‐driven laboratories: organization and strategy of laboratories specialized in the development of radical design‐driven innovations (2008)Knowledge acquisition and leakage in inter‐firm relationships involving new technology‐based firms (2012)Interactivity in the Electronic Marketplace: An Exposition of the Concept and Implications for Research (2005)An empirical study of the antecedents for radical product innovations and capabilities for transformation (2007)Value from gestalt: how sequences of competitive actions create advantage for firms in nascent markets (2010)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007)The Interplay Between Exploration and Exploitation (2006)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)Positioning and Presenting Design Science Research for Maximum Impact1 (2013)
this work references cited by second hop

References

  • 1994Competing for the Future5,759 cited
  • 2011The Innovator's Dilemma2,893 cited
  • 1998Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize1,269 cited
  • 1994Market orientation, customer value, and superior performance838 cited
  • 1998Managing the new product development process: Strategic imperatives459 cited
  • 1999Strategic Supremacy through Disruption and Dominance190 cited
  • 1998Benchmarking new product performance:127 cited
  • 1996Strategic Partnering for Developing New Products94 cited
  • 2015Organizing for radical product innovation44 cited

Cited by

No citing works inside the corpus for this window.

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work